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Virtual Leadership Summit
Trust Based Leadership
How to create and inspire trust in leadership
With Else Gammelgaard Madsen
Facilitated by…..
Else Gammelgaard Madsen
TPC Country Manager Denmark
A Crisis in Leadership
 This year’s Edelman Trust Barometer results shine a
harsh light on today’s leaders. Only about on...
What is the definition of trust?
Which glasses are you wearing?
Which glasses are you wearing?
Which glasses are you wearing?
Which glasses are you wearing?
Source: Stephen M.R,Covey and Greg Link
3 beliefs about trust
1. A belief of being worthy of trust
2. A belief that most people can be trusted
3. A belief that ex...
5 Smart Trust Actions
Source: Stephen M.R,Covey and Greg Link
Where does trust start?
The 5 waves of trust
1. Self trust
2. Relationship trust
3. Organisational trust
4. Market trust
5. Societal trust
Self Trust
 Do I trust myself?
Self Trust
 Do I give to others a person they can trust?
The 4 Cores of Credibility
Integrity
 Make and keep commitments
to yourself.
 Stand for something.
 Be open.
Intent
 Motive
 Agenda
 Behavior
Capabilities - Tasks
Talents
Attitudes
Skills
Knowledge
Style
How do you increase capabilities?
 Run with your strengths.
 Keep yourself relevant.
 Know where you’re going.
Results
 Take responsibility.
 Expect to win.
 Finish strong.
Character
Definition
Who you are
Behaviors
Talk Straight
Demonstrate Respect
Create Transparency
Right Wrongs
Show L...
Competence
Definition
Your strengths and the
results you produce
Behavior
Deliver Results
Get Better
Confront Reality
...
Character and Competence
Definition
•Who you are
•Your strengths and the
results you produce
Behaviors
Listen First
Keep...
Myths about trust
 Trust is soft
 Trust is slow
 Trust is built solely on integrity.
 You either have trust or you don...
Reality
↓ Trust = ↓ Speed ↑ Cost
↑ Trust = ↑ Speed ↓ Cost
Low trust versus high trust
Trust-based Leade
Low trust versus high trust
Control-Based Management Trust Based Management
Basic management perspective Employees are not...
6 Ways Leaders Can Build Trust
1. Build positive relationships.
2. Stop competing.
3. Throw others a bone
4. Be balanced.
5. Track your commitments.
6. Accept blame and share credit
The value of extending trust
 Companies that choose to extend trust to their
employees become great places to work.
 Mos...
Trust changes……
Learning Exercise
1. Talk Straight
2. Demonstrate Respect
3. Create Transparency
4. Right Wrongs
5. Show Loyalty
6. Delive...
Learning Check Out
What steps could you take to improve your character or
competence or the character and competence of yo...
Thank you for your time and interest
Virtual Leadership Summit
www.theperformancecoach.dk
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How to create and inspire trust in leadership

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What is the definition of trust. If this was a live presentation and I were able to share your answer to this question there would be several definitions of the word trust. The most common definitions is confidence.Wtih the increasing focus on ethics in our society, the character side of trust is becoming more and more important and also competencies is equally essential
 

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How to create and inspire trust in leadership

  1. 1. Virtual Leadership Summit Trust Based Leadership How to create and inspire trust in leadership With Else Gammelgaard Madsen
  2. 2. Facilitated by….. Else Gammelgaard Madsen TPC Country Manager Denmark
  3. 3. A Crisis in Leadership  This year’s Edelman Trust Barometer results shine a harsh light on today’s leaders. Only about one in five respondents trusts business leaders to tell the truth  Business leaders are trusted by less than 50 % in 16 of 26 markets Source :2013 Edelman Trust Barometer
  4. 4. What is the definition of trust?
  5. 5. Which glasses are you wearing?
  6. 6. Which glasses are you wearing?
  7. 7. Which glasses are you wearing?
  8. 8. Which glasses are you wearing? Source: Stephen M.R,Covey and Greg Link
  9. 9. 3 beliefs about trust 1. A belief of being worthy of trust 2. A belief that most people can be trusted 3. A belief that extending trust is a better way to lead
  10. 10. 5 Smart Trust Actions Source: Stephen M.R,Covey and Greg Link
  11. 11. Where does trust start?
  12. 12. The 5 waves of trust 1. Self trust 2. Relationship trust 3. Organisational trust 4. Market trust 5. Societal trust
  13. 13. Self Trust  Do I trust myself?
  14. 14. Self Trust  Do I give to others a person they can trust?
  15. 15. The 4 Cores of Credibility
  16. 16. Integrity  Make and keep commitments to yourself.  Stand for something.  Be open.
  17. 17. Intent  Motive  Agenda  Behavior
  18. 18. Capabilities - Tasks Talents Attitudes Skills Knowledge Style
  19. 19. How do you increase capabilities?  Run with your strengths.  Keep yourself relevant.  Know where you’re going.
  20. 20. Results  Take responsibility.  Expect to win.  Finish strong.
  21. 21. Character Definition Who you are Behaviors Talk Straight Demonstrate Respect Create Transparency Right Wrongs Show Loyalty
  22. 22. Competence Definition Your strengths and the results you produce Behavior Deliver Results Get Better Confront Reality Clarify Expectations Practice Accountability
  23. 23. Character and Competence Definition •Who you are •Your strengths and the results you produce Behaviors Listen First Keep Commitments Extend Trust
  24. 24. Myths about trust  Trust is soft  Trust is slow  Trust is built solely on integrity.  You either have trust or you dont  Once lost, trust cannot be restored  You can’t teach trust  You establish trust one person at a time.
  25. 25. Reality ↓ Trust = ↓ Speed ↑ Cost ↑ Trust = ↑ Speed ↓ Cost
  26. 26. Low trust versus high trust Trust-based Leade
  27. 27. Low trust versus high trust Control-Based Management Trust Based Management Basic management perspective Employees are not expected to share the organisation's goals and values, ie. to be​​ trustworthy Employees are expected to share the organisation's goals and values, ie. to be​​ trustworthy Monitoring and control Direct supervision and rules creates a downward spiral of declining mutual trust Self-discipline is achieved informally through peer norms Activity coordination Standardized coordination with limited interaction between hierarchical levels Coordination by mutual adjustment of interaction across hierarchical levels Response of deficiencies Error is the result of indifference that was answered by sanctions and more surveillance Flaws is an accidental result of errors of judgment and an opportunity for learning Conflict management Conflicts managed on a group basis through a process of negotiation Conflicts are handled as problem solving as locally as possible Source:Alan Fox's (1974) classic description of the difference between low trust versus high trust organisations
  28. 28. 6 Ways Leaders Can Build Trust
  29. 29. 1. Build positive relationships.
  30. 30. 2. Stop competing.
  31. 31. 3. Throw others a bone
  32. 32. 4. Be balanced.
  33. 33. 5. Track your commitments.
  34. 34. 6. Accept blame and share credit
  35. 35. The value of extending trust  Companies that choose to extend trust to their employees become great places to work.  Most people respond well to trust and do not abuse it.
  36. 36. Trust changes……
  37. 37. Learning Exercise 1. Talk Straight 2. Demonstrate Respect 3. Create Transparency 4. Right Wrongs 5. Show Loyalty 6. Deliver Results 7. Get Better 8. Confront Reality 9. Clarify Expectations 10. Practice Accountability 11. Listen First 12. Keep Commitments 13. Extend Trust
  38. 38. Learning Check Out What steps could you take to improve your character or competence or the character and competence of your team or organisation and increase the likelihood that people will extend trust to you?
  39. 39. Thank you for your time and interest Virtual Leadership Summit www.theperformancecoach.dk

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